The proliferation of chiefs in companies has reached a level of saturation and diminishing returns, leading to a lack of individual accountability for major initiatives.
The existence of the chief change officer absolves everyone else from dealing with or initiating change, while the chief customer officer absolves responsibility for caring for the customer.
By appointing a chief to handle a function, organizations often mistakenly relieve everyone else of the responsibility associated with that function, which can be counterproductive.
The expectation that appointing a chief will result in serious attention to initiatives is flawed; true organizational change relies on individual accountability across all levels.
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